Let’s debunk the Scrum myth that Scrum projects are faster and cheaper. This myth misses the point of Scrum. It sets teams up for failure. And it’s sort of impossible to prove.
Servant leadership is a crucial and often misunderstood concept in agile and Scrum. Many people think it simply means to help others solve problems. And it is often assumed a servant-leader is touchy feely. But it’s much bigger and more complex than that. This is my take on who the servant-leader is.
Let’s debunk the Scrum myth that there is no planning in Scrum. In reality, there is a lot of planning in Scrum if done well. We just plan differently to optimize effectiveness. Learn more about how we plan using Scrum and identify ways to help your team effectively plan.
Most of us know what we are against. What frustrates us. What makes us feel wronged. What upsets us. What is making things difficult for us. That’s easy to know. I think the better question is do you know what you are for? Sometimes Scrum Masters and Agile Coaches point at everything that is wrong, […]
What might be possible if you apply agile values, principles, and practices to your life? I’m talking deeper and broader than a personal kanban board. Agility is about dealing with complexity and unpredictability. What is more complex and unpredictable than life? Agility is about having a product vision and maximizing the value of the product. How would you define value if your life is the product? I introduce a framework for what I call An Integrated Life.
In this post, I debunk the Scrum Myth that the Daily Scrum is a status meeting. This myth undermines the effectiveness of Scrum in major ways. Learn four key differences between the Daily Scrum and a status meeting and amplify your effectiveness.
In case you are still on the fence about attending my Scrum Master training in New York City, I’ve put together the top 10 reasons you should NOT attend. Read if you appreciate sarcasm and humor.
In case you are still on the fence about attending my Scrum Master training course in New York City, I’ve put together the top 10 reasons you should attend. Read if you appreciate sarcasm and humor.
You have a complex problem to solve or a big goal to achieve. You think about it. You do research. You think about it some more. The thing is… You will never get where you want to go by just thinking about it. Knowledge is meaningless without action. The key is to act with intention. This is how agile teams do the seemingly impossible. This is how individuals continue to grow and have an impact on the world. In this post, I share 5 simple steps to take action with intention.
Once we know what we want to achieve and why, we have to do the work. We have to do the work knowing it will not be easy. If we want to achieve business agility, there are a lot of tough decisions to make, many difficult actions to take, and likely several missteps to overcome […]
Often, we miss the point of agile. The goal is to achieve business agility. In this post, I share three factors in defining business agility and how Scrum helps enable business agility.
How you learn agile matters. Learning can be very much like a game of telephone. I agree with Lyssa Adkins that it is important to know your learning lineage, so you better understand the theory and influences in your own knowledge. Then you can decide where you might want to deepen or broaden your knowledge.
We often think that training wheels are the best way to learn to ride a bike. However, the pushbike is actually a much more successful model for learning. When done effectively, Scrum teaches balance first. Read my take on how Scrum enables teams to first learn to balance and how I bring this into my training and coaching.
The modern agile principles are a new perspective on the original Manifesto for Agile Software Development. Read my take on how the Scrum framework is modern agile because real genius doesn’t get antiquated.
Impediments are a common challenge to creating a Done Increment. If Scrum Teams live with impediments that are slowing them down or choose workarounds instead of resolutions, then they are not maximizing their effectiveness. In my experience, there are five problems that prevent teams from tackling impediments. Read more for tips on how to get past these problems and get to done.
Too much change during a Sprint is a common challenge to creating a Done Increment. We recognize that we are dealing with unpredictable and complex work, so we expect some change as the requirements and the work emerge. We also need enough stability to deliver something of value that works. In my experience, there are three problems that can cause too much change during a Sprint. Read more for tips on how to balance emergence and delivery.
Lack of a good Sprint Goal is a common challenge to creating a Done Increment. In my experience, there are four problems with Sprint Goals: they are too big, they are unclear, the team does not pay attention to them, and they are not meaningful. Read more for tips on how to improve Sprint Goals.
A lack of team collaboration is a common challenge to creating a done Increment. In my experience there are four problems that contribute to this: a lack of trust, not knowing how to collaborate, inadequate team space and/ or tools, and fear of conflict. Read more for tips on how to address these problems.
A lack of team ownership is a common challenge to creating a done Increment. In my experience there are five common problems contributing to this: a lack of trust, a lack of awareness of the overall progress, a lack of empowerment, rewarding teams over individuals, and splitting people across multiple teams. Read more for tips on how to address these problems.
The purpose of Scrum is to create a done Increment by the end of a Sprint. Many teams struggle to do this. Without working software, we don’t have transparency over progress and quality. We don’t have the ability to validate assumptions and learning. In my experience, there are five common challenges to creating a done increment.